LEADERSHIP & MANAGEMENT

CONCEPTIONS

CONTESTATIONS

COMPLEXITY

“In this new century, nothing will matter more than the education of future leaders and the development of new ideas”

Lawrence Summers – President of Harvard University; inaugural speech: October 2001

LEADERSHIP

• A universal craving of our time is a hunger for compelling and creative leadership

• One of the most observed and least understood phenomena on earth

James MacGregor Burns 1979

LEADERSHIP THEORY

“leadership as a body of knowledge remains without a theoretical framework or a cumulative empirical understanding leading to a useable body of knowledge”

Khurana, 2007; Higher Aims to Hired Hands, p 357

• 1986 – read little, understood everythingabout leadership

• 2009 – 53 121 books on leadership

• 2011 – read much, understanding of leadership decreased as his knowledge of leadership increased

UNDERSTANDING LEADERSHIP

Keith GrintProfessor of Public LeadershipUniversity of Warwick, Coventry, UK

STABLE SOCIETIES

• Leadership• Democratic Institutions• Civil Society

LEADERSHIP FROM CIVIL SOCIETY• HIV AIDS PANDEMIC

• FAILURE OF STATE TO PROVIDE ANTI-RETRO VIRAL DRUGS

• 350 000 DEATHS – HARVARD SCHOOL OF PUBLIC HEALTH

• TREATMEN TREATMENT ACTION CAMPAIGNMARCH ON PARLIAMENTFEBRUARY 2003SUCCESS AT THECONSTITUTIONAL COURT

LEADERSHIP MOMENT !Donna Ladkin: Rethinking Leadership - 2010

leader

context purpose

follower

• THE CONTENT OF LEADERSHIP HAS NOT CHANGED

• THE CONTEXT OF LEADERSHIP HASCHANGED DRAMATICALLY

JAMES KOUZES

BARRY POSNER

THE

TRUTH

ABOUT

LEADERSHIP

2010: JOSSEY - BASS

CONTEXT OF LEADERSHIP HAS CHANGED DRAMATICALLY

• global warming - regions of the world unstable• financial institutions - exploded & imploded• new technologies - connected & isolated people• workforce - increasingly diverse, multicultural, dispersed, horizontal

and distributed• collaboration rather than competition• nationality & culture - greater sensitivity to diversity

EDUCATING LEADERS & FOLLOWERS

We need to think of leadership as a creative act – for which leaders and followers both are educated, for which leaders and followers are both prepared over a lifetime of learning

Barbara Kellerman; p 200The End of Leadership, 2012

CHARACTERISTIC %

Honest 85Forward-Looking 70Inspiring 69Competent 64Intelligent 42Broad-Minded 40Dependable 37Supportive 36Fair-Minded 35Straightforward 31Determined 28Cooperative 21Ambitious 26Courageous 21Caring 20Loyal 18Imaginative 18Mature 16Self-Controlled 11Independent 6

CHARACTERISTICS OF ADMIRED LEADERS

KOUZES&

POSNER2010

TRY NOT TO BECOME A MAN OF SUCCESS BUT RATHER TRY TO BECOME A MAN OF VALUES

EINSTEIN

LEADERSROLE MODEL CATEGORY

18-30:%

30+: %

Family member 40 46Teacher or coach 26 14Community or religious 11 8Business leader 7 23Political leaders 4 4Professional athlete 3 0Entertainer 2 0None / not sure / other 7 4

Wicked Problems andClumsy Solutions: the Role

of LeadershipGrint, K. 2008. Wicked problems and clumsy solutions: the role of

leadership. Clinical Leader 1(2): 11-26.

THREE KINDS OF AUTHORITYCOMMAND• Deals with crises, critical

problems• Little time for response• The commander enforces

the answer upon the followers

LEADERSHIP• Wicked problems are deeply

complex problems and hard to define

• The leader addresses by asking questions

• Dealing with them decisively may generate more problems

• Wicked problems need a collective response, not an individual response

MANAGEMENT• Deals with tame problems

• Tame problems may be complicated but have little uncertainty

• The manager ensures that standard procedures are followed: directing the process

WHAT IS THE ROLE OF THE LEADER?

• ‘The leader’s role with a Wicked Problem, therefore, is to ask the right questions rather than provide the right answers because the answers may not be self-evident and will require a collaborative process to make any kind of progress.’

• However, what is a wicked problem to some may be a tame problem to others.

• A leader may need to shift to become a manager or a commander depending on the situation.

HOW DO WE START DEALING WITH WICKED PROBLEMS ?• Ask questions• Get others to ask questions• Use this as a way of getting people to think more deeply about the

problem• Possible solutions tend to emerge• Have the wisdom to say that the wicked problem may have no

solution; at best a clumsy one

MANAGEMENT - LEADERSHIP

MANAGEMENTLEADERSHIPorganisations over managed – under led----------------------------------------------------------------------------------------------Want to get the job done? Get a good managerStephen AsburyBusiness Day, July 08 -2015

Want to get a job done? Get a good manager!

• Leaders handle strategy• Managers handle issues; get their hands dirty, service delivery,

maintenance.• Leaders inspire; managers perspire. • Leaders set direction; managers plan and budget.• Leaders align people; managers organise and staff.• Leaders motivate people; managers control and solve problems.Great managers in business go unsung, but they are indispensable to improved performance.

MANAGERS v LEADERSSouth Africa – 25 years of democracy

• Reconstruction and Development Programme; Growth Employment and Redistribution; Accelerated and Shared Growth Initiative for SA; the New Growth Path; and the National Development Plan for 2030.

• All set out a compelling vision; worthy results were achieved along the way, but one plan followed the next without achieving anything like the full set of objectives. Why?

• One reason must surely be the mismatch between strategy and implementation — SA’s so-called execution deficit.

when it comes to implementation and capacity on the ground, you look for great managers rather than great leaders.

South Africa – next 25 years

• A dearth of management capacity is not the only challenge; we facestrategic constraints such as an unreliable power grid; withoutgrowing electricity capacity, sustained economic expansion is tough toachieve.

• AS GROWTH stalls we are in danger of becoming a make-do-and-mend economy — which again highlights the need for managerialskill, because when you have to make the best of what you’ve got,you need gifted managers.

LEADERSHIP IN HIGHER EDUCATION

EDUCATIONAL• issues of broad educational concern; national and international policy

debatesACADEMIC• academic direction of university: teaching & research; choice of staff,

collaboration with other HEIs• department – courses offered, curriculum structure, quality assuranceADMINISTRATIVE• well being of institution, finance, plant & equipment

CHALLENGES TO MANAGEMENT AND LEADERSHIP IN HIGHER EDUCATION• Divided loyalties: discipline or institution –• Managerialism v collegiality• Decline of teaching – pressure to do research (Boyer, 1990)• Strategic Planning• Use of Instructional Technology

THE FOUR SCHOLARSHIPSERNEST BOYAR, 1990

• DISCOVERY• INTEGRATION• APPLICATION• TEACHING

HOW TO CHOOSE A VICE-CHANCELLOR

• Major scholar in their field of discipline• Inspirational leader – trust, openness, visionary, ethical, listening• A competent manager• dose of humility (not about you – but about staff, students, academics,

community)• Know your limitations – hire best in finance, HR, team leadership, delegate• VC & Chair of Council – a critical relationship• Invest in your own development• Address core, burning issues

REFERENCESLADKIN, DONNA: RETHINKING LEADERSHIP; EDWARD ELGAR; 2010

JAMES KOUZES & BARRY POSNER: THE TRUTH ABOUT LEADERSHIP; JOSSEY BASS, 20110

NANNERL O KEOHANE: THINKING ABOUT LEADERSHIP; PRINCETON UNIVERSITY PRESS, 2010

LEADERSHIP 2050 – CRITICAL CHALLENGES, KEY CONTEXTS AND EMERGING TRENDS- ED MATTHEW SOWCIK – 2015

BARBARA KELLERMAN – THE END OF LEADERSHIP; HARPER COLLINS PUBLICATIONS, 2012

ROBERT HARGREAVES – THE FIRST FREEDOM – A HISTORY OF FREE SPEECH; SUTTON PUBLISHING, 2002

DAVID BROEDER – THE WASHINGTON POST; INTERNET 2016